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Schermerhorn, Hunt, Osborn & Uhl-Bien – Organizational Behavior, 11th ed. Chapter 1 Test Bank
4. Organizational behavior is an interdisciplinary body of knowledge with strong ties to

psychology, sociology, criminal justice, and anthropology.
Ans: False
Difficulty: Medium
Response: See page 5
Reference: Introducing Organizational Behavior
5. Organizational behavior seldom uses scientific methods to develop generalizations about

behavior in organizations.
Ans: False
Difficulty: Easy
6. Research in organizational behavior is based on scientific thinking which means the proposed
explanations are carefully tested and the explanations that can be scientifically verified are the
only ones that are accepted.
Ans: True
Difficulty: Easy
7. Scientific methods models in OB are not able to link causes with outcomes due to the human
element.
Ans: False
Difficulty: Hard
8. Commonly used organizational behavior research methods include case studies, survey
studies, meta analyses, field studies and laboratory studies.
Ans: True
Difficulty: Medium
Copyright © 2010 John Wiley & Sons, Inc. 1-2

9. When organizational behavior researchers collect data in real-life organizational settings, the
research method of case studies is being used.
Ans: False
Difficulty: Easy
10. Laboratory studies are being used when organizational behavior researchers collect data in
simulated and controlled settings.
Ans: True
Difficulty: Easy
11. When organizational behavior researchers collect data by using questionnaires and interviews
in sample populations, the research method of meta analysis is being used.
Ans: False
Difficulty: Medium
12. Organizational behavior scholars believe that there is one “best” or universal way to manage
people and organizations.
Ans: False
Difficulty: Easy
13. An essential responsibility of the science of organizational behavior is to create and test
models that offer evidence-based foundations for decision making and action.
Ans: True

Difficulty: Medium
14. Progressive workplaces today look and act very similar to those of the past.
Ans: False
Difficulty: Easy
15. Important trends in the contemporary business world include the demise of “command-and-
control” of organizational structures and a commitment to ethical behavior.
Ans: True
Difficulty: Medium
Response: See page 7-8
16. Organizations today are more vertical and less horizontal in focus.
Ans: False
Difficulty: Medium
17. An organization is defined as a collection of people working together in a division of labor to

achieve a common purpose.
Ans: True
Difficulty: Easy
Reference: Organizations as Work Settings
18. Mission statements are specifically written for the benefit of an organization’s customers and
not the organization’s employees.

Ans: False
Difficulty: Hard
19. A mission statement is a comprehensive plan that guides organizations to operate in ways
that allow them to outperform their competitors.
Ans: False
Difficulty: Hard
20. Examples of corporate strategies prevalent in business today include: mergers, acquisitions,
joint venture, global alliances, restructuring and divestitures.
Ans: True
Difficulty: Medium
21. Understanding the dynamics of organizational behavior helps managers better mobilize and
activate human capital and talents to best implement organizational strategies.
Ans: True
Difficulty: Medium
22. Organizations that obtain resource inputs from the environment and transform them into
outputs that are returned to the environment in the form of finished goods or services are viewed
as open systems.
Ans: True
Difficulty: Medium

23. Customers, owners, employees, suppliers, regulators, and local communities are among the
key stakeholders of most business organizations.
Ans: True
Difficulty: Easy
24. Organizational stakeholders typically have the same business interests and objectives.
Ans: False
Difficulty: Medium
25. Organizations with “strong” cultures” operate with a clear vision of the future that is
supported by well-developed and well-communicated beliefs and values.
Ans: True
Difficulty: Medium
26. According to the Organizational Culture Inventory, in passive/defensive cultures,

organizational members tend to act forcefully in their working relationships in order to protect
their status and positions.
Ans: False
Difficulty: Hard
27. Researchers indicate that in passive/defensive cultures, motivation tends to be higher and
work attitudes more positive than in aggressive/defensive cultures.

Ans: False
Difficulty: Hard
28. Workforce diversity involves differences based on gender, race and ethnicity, age, able-
bodiedness, and sexual orientation.
Ans: True
Difficulty: Easy
29. Today’s labor force is composed of fewer women than in prior years.
Ans: False
Difficulty: Medium
30. The proportion of African-Americans, Hispanics and Asians in the labor force is increasing.
Ans: True
Difficulty: Medium
31. Demographic trends indicate that, in the future, people of color will constitute the majority of
the U.S. population.
Ans: True
Difficulty: Hard
32. A key element in any organization that embraces multiculturalism is inclusivity.

Ans: True
Difficulty: Medium
33. An effective manager is one whose organizational unit, group, or team consistently achieves
its goals despite the fact that its members are uncommitted and unenthusiastic.
Ans: False
Difficulty: Hard
Reference: Organizational Behavior and Management
34. Task performance is defined as the quality and quantity of the work produced or the services
provided by a work unit as a whole.
Ans: True
Difficulty: Easy
35. Organizational behavior clearly indicates that managers should be held accountable for task
performance results, but not job satisfaction results.
Ans: False
Difficulty: Hard
36. In the new workplace, management is most effectively accomplished through “directing” and
“controlling” rather than “supporting”.
Ans: False
Difficulty: Medium

37. The word manager is increasingly being linked in the new workplace to roles described by
such titles as “coordinator,” “coach,” and “team-leader.”
Ans: True
Difficulty: Medium
38. The four basic functions of management are delegating, leading, controlling, and decision
making.
Ans: False
Difficulty: Medium
39. Controlling is the process of creating work structures and systems, and arranging resources to
accomplish goals and objectives.
Ans: False
Difficulty: Easy
40. When managers are instilling enthusiasm by communicating with others, motivating them to
work hard, and maintaining good interpersonal skills, they are engaged in the managerial
function of leading.
Ans: True
Difficulty: Easy
41. Managers work at fragmented and varied tasks, at an intense pace, and spend much time
working alone.

Ans: False
Difficulty: Medium
42. Henry Mintzberg identified a set of roles that managers perform. These roles are:
interpersonal, informational, and decisional.
Ans: True
Difficulty: Easy
43. Henry Mintzberg identified the set of roles that managers perform as technical, human, and
conceptual.
Ans: False
Difficulty: Medium
44. According to Henry Mintzberg, managerial roles that involve working directly with other
people are called human roles.
Ans: False
Difficulty: Hard
45. A manager’s informational roles include being a figurehead, leader, and liaison.
Ans: False
Difficulty: Hard

46. According to Henry Mintzberg, when a manager acts as a disturbance handler, this is an
interpersonal role.
Ans: False
Difficulty: Hard
47. According to Henry Mintzberg, managerial roles involving decision-making that affects
other people are called technical roles.
Ans: False
Difficulty: Hard
48. Decisional roles include seeking out problems to solve and opportunities to explore, helping
to resolve conflict, allocating resources, and negotiating with other parties.
Ans: True
Difficulty: Hard
49. Good interpersonal relationships are essential to success in the interpersonal, informational,
and decisional roles, and in all managerial work.
Ans: True
Difficulty: Medium
50. According to Robert Katz, the essential skills of management can be grouped into three
categories. These categories are: interpersonal, informational, and decisional.
Ans: False
Difficulty: Easy


51. According to Robert Katz, the relative importance of technical, human and conceptual skills
varies across the different levels of management.
Ans: True
Difficulty: Medium
52. According to Katz, proficiency in word processing is considered a technical skill in today’s
workplace.
Ans: True
Difficulty: Medium
53. Emotional intelligence, the ability to understand and deal with emotions, falls into the
category of conceptual skills according to Robert Katz.
Ans: True
Difficulty: Easy
54. Emotional intelligence includes the human skills of self-awareness, self-regulation,

motivation, empathy, and social skill.
Ans: True
Difficulty: Medium

55. According to Archie Carroll, an immoral manager does not subscribe to ethical principles,
but instead makes decisions and acts to take best personal advantage of a situation.
Ans: True
Difficulty: Medium
56. According to Archie Carroll, the manager who unintentionally acts unethically is considered
amoral.
Ans: True
Difficulty: Medium
57. Ethics mindfulness is an “enriched awareness” that causes a manager to behave with an
ethical consciousness from one decision or behavioral event to another.
Ans: True
Difficulty: Medium
58. Organizational learning is the process of acquiring knowledge and utilizing information to
adapt successfully to changing circumstances.
Ans: True
Difficulty: Medium
Reference: Learning about Organizational Behavior
59. Life-long learning refers to the need to learn from day-to-day work experiences,
conversations with colleagues and friends, counseling and advice from mentors, success models,
training seminars and workshops, and other daily opportunities.
Ans: True
Difficulty: Medium


60. The visual learner learns hands-on by drawing and putting things together.
Ans: False
Difficulty: Hard
Multiple Choice
61. __________ is a multidisciplinary field devoted to understanding individual and group

behavior, interpersonal processes, and organizational dynamics.
a) organizational behavior.
b) motivation.
c) performance management.
d) workgroup analysis.
e) human resource management.
Ans: a
Difficulty: Easy
62. The following statements are accurate descriptions of the evolution of the scientific study of
organizations EXCEPT:
a) the early focus of the systematic study of management was on physical working conditions,
principles of administration, and principles of industrial engineering.
b) as management research progressed, emphasis was placed on the human factor with respect to
individual attitudes, group dynamics, and relationships between managers and workers.
c) organization behavior continues to evolve as a discipline devoted to understanding individuals
and groups in organizations.
d) organization behavior continues to evolve as a discipline devoted to understanding the
performance implications of organizational processes, systems, and structures.
e) the primary focus on the human factor began in the 18th century.
Ans: e

Difficulty: Medium
63. From its scientific heritage, organizational behavior has developed all of the following
EXCEPT:
a) an emphasis on finding the “one best way” to complete a task.
b) an interdisciplinary body of knowledge.
c) use of scientific methods.
d) a focus on application.
e) contingency thinking.
Ans: a
Difficulty: Medium
64. Organizational behavior is an interdisciplinary body of knowledge with strong ties to all of
the following disciplines EXCEPT:
a) psychology.
b) physics.
c) sociology.
d) anthropology.
e) economics.
Ans: b
Difficulty: Medium
65. Which of the following statements about organizational behavior is NOT accurate?
a) organizational behavior has strong ties to the behavioral sciences and allied social sciences.
b) organizational behavior seeks to integrate the diverse insights of the behavioral sciences and
allied social sciences.
c) organizational behavior is divorced from the disciplines of political science and economics.
d) organizational behavior seeks to improve the quality of work life.
e) organizational behavior seeks to improve the performance of people, groups, and
organizations.
Ans: c

Difficulty: Medium
66. Organizational behavior goals include all of the following EXCEPT:

a) improve the performance of people.
b) improve the performance of groups.
c) improve the performance of organizations.
d) improve the quality of overall work life.
e) improve the level of organizational profits.
Ans: e
Difficulty: Medium
67. Scientific methods models link _________________ with _________________ .

a) independent variables, dependent variables.
b) specific variables, contingency variables.
c) proven variables, non-proven variables.
d) discovered variables, with undisclosed variables.
e) highly publicized variables, with undisclosed variables.
Ans: a
Difficulty: Hard
68. Scientific thinking is important to organizational behavior researchers and scholars for all of
the following reasons EXCEPT:
a) the process of data collection is controlled.
b) the process of data collection is systematic.
c) proposed explanations are carefully tested.
d) only explanations that can be scientifically verified are accepted.
e) the process of data collection is discretionary.
Ans: e
Difficulty: Easy

69. Which of the following is NOT an important research question addressing applications
within the field of organizational behavior?
a) what creates job satisfaction for people at work?
b) how can ethical and socially responsible behavior in and by organizations be assured?
c) should decisions be made by individual, consultative, or group methods?
d) what are the ingredients for marketing promotions within organizations?
e) how can organizational cultures be changed?
Ans: d
Difficulty: Hard
70. When OB researchers use statistics to pool the results of different studies, which research
method are they using?
a) survey studies
b) case studies
c) meta analysis
d) field studies
e) laboratory studies
Ans: c
Difficulty: Hard
71. Which of the following was NOT cited as a possible leadership strength of women in the
research by Eagley?
a) good at mentoring
b) more transformational
c) encourage creativity
d) very inspiring
e) fair in punishing
Ans: e
Difficulty: Medium

72. Rather than assume that there is one “best” or universal way to manage people in
organizations, which approach do researchers use to try to identify how different situations can
be best understood and handled?
a) scientific
b) industrial engineering
c) contingency
d) emotionally intelligent
e) laboratory study
Ans: c
Difficulty: Medium
73. Progressive workplaces today look and act __________.

a) very similar to those of the past.
b) somewhat similar to those of the past.
c) very dissimilar to those of the past.
d) somewhat dissimilar to those of the past.
e) virtually identical to those of the past.
Ans: c
Difficulty: Medium
74. The realities of the contemporary business world include all of the following trends
EXCEPT:
a) the demise of “command-and-control” organizational structures.
b) the importance of human capital.
c) a commitment to ethical behavior.
d) an emphasis on individuals working independently of one another.
e) a changing definition of jobs and career.
Ans: d
Difficulty: Medium
75. Which of the following is NOT a trend in the contemporary business world?

a) a pervasive influence of information technology.

b) a respect for new workforce expectations.
c) an emphasis on teamwork.
d) an increase in “command-and-control” leadership.
e) changing careers.
Ans: d
Difficulty: Medium
76. Which of the following reflects the expectations of the new generation of workers?
a) more tolerant of hierarchy.
b) more informal.
c) more concerned about status.
d) less focus on work/life balance.
e) more focus on structure.
Ans: b
Difficulty: Medium
77. The increase in teamwork today is a function of all of the following EXCEPT:
a) management’s dislike for individual contributors.
b) organizations are less vertical and more horizontal in focus.
c) organizations are driven by complex environments.
d) organizations are driven by customer demands.
e) work is increasingly focused on peer contributions.
Ans: a
Difficulty: Easy
78. A collection of people working together in a division of labor to achieve a common purpose
refers to a(n)
a) club.
b) labor union.
c) organization.

d) mission.
e) team.
Ans: c
Difficulty: Easy
79. All of the following are examples of organizations EXCEPT:

a) labor unions.
b) businesses.
c) voluntary organizations.
d) a government representative.
e) clubs.
Ans: d
Difficulty: Easy
80. The creation of goods or services for customers is generally the statement of the
organization’s
a) strategy.
b) core purpose.
c) focus.
d) stakeholders.
e) culture.
Ans: b
Difficulty: Medium
81. Which of the following statements about mission statements is false?

a) Mission statements focus the attention of organizational members on the organization’s core
purpose.
b) Mission statements are written to communicate a clear vision.
c) Mission statements are ambiguous organizational visions that draw organization members
together in the pursuit of high performance.
d) Mission statements focus on long-term goals and future aspirations.

e) Mission statements focus the attention of external constituents on the organization’s core
purpose.
Ans: c
Difficulty: Hard
82. Apple Computer’s statement that it is “bringing the best possible personal computing
experience to students, educators, creative professionals, businesses and consumers around the
world” reflects its
a) mission statement.
b) strategy.
c) objective.
d) culture.
e) stakeholders.
Ans: a
Difficulty: Medium
83. A comprehensive plan that guides organizations to operate in ways that allow them to
outperform their competitors is known as the
a) mission statement.
b) strategy.
c) objective.
d) culture.
e) stakeholders.
Ans: b
Difficulty: Medium
84. Which of the following statements about strategy is true?

a) all organizations do not need good strategies.
b) sustainable high performance is achieved only when strategies are well implemented.
c) knowledge of organizational behavior is not relevant in strategy implementation.
d) only successful companies have good strategies.

e) a good strategy can guarantee success.
Ans: b
Difficulty: Medium
85. Since organizations obtain resource inputs from the environment and transform them into
outputs that are returned to the environment in the form of finished goods or services, they may
be viewed as
a) stakeholders.
b) suppliers.
c) open systems.
d) transformational systems.
e) resource allocators.
Ans: c
Difficulty: Medium
86. An open systems perspective places great significance on understanding the relationship
between an organization and its __________.
a) personnel practices.
b) internal resources.
c) chain of command.
d) capital structure.
e) external environment.
Ans: e
Difficulty: Medium
87. Which of the following is considered a stakeholder?

a) customers
b) owners
c) employees
d) local communities
e) all of the above.

Ans: e
Difficulty: Medium
88. The shared beliefs and values that influence the behavior of organizational members refers to
a) mission.
b) purpose.
c) strategy.
d) organizational culture.
e) stakeholders.
Ans: d
Difficulty: Easy
89. Organizations with strong cultures often share all of the following characteristics EXCEPT:
a) they have a high-performance orientation.
b) they operate with a clear vision of the future.
c) they carefully limit the use of technological resources.
d) they clearly communicate their beliefs and values.
e) they have well-developed beliefs and values.
Ans: c
Difficulty: Medium
90. Members tend to act forcefully in their working relationships to protect their status and
positions in which type of organizational culture?
a) passive/defensive
b) strong
c) constructive
d) aggressive/defensive
e) more effective culture
Ans: d
Difficulty: Hard


91. Which organizational culture is most often associated with high performance organizations?
a) passive/defensive
b) constructive
c) aggressive/defensive
d) aggressive
e) passive
Ans: b
Difficulty: Hard
92. In constructive cultures, researchers find that people tend to work with all of the following
EXCEPT:
a) greater motivation.
b) greater satisfaction.
c) greater teamwork.
d) greater performance.
e) greater ethical concerns.
Ans: e
Difficulty: Medium
93. In passive/defensive and aggressive/defensive cultures, _______________________.

a) motivation tends to be higher and work attitudes less positive.
b) motivation tends to be lower and work attitudes less positive.
c) motivation tends to be higher and work attitudes more positive.
d) motivation tends to be lower and ethical attitudes less positive.
e) motivation tends to be lower, and work attitudes, values and ethics less positive.
Ans: b
Difficulty: Hard

94. As used in OB, the term multiculturalism refers to __________________.

a) hiring people from different cultures to work in one company.
b) pluralism, and respect for diversity and individual differences.
c) developing employees to better understand people from non-United States cultures.
d) a job rotation system whereby employees move from country to country.
e) a job design system whereby managers are required to oversee people from different
countries.
Ans: b
Difficulty: Medium
95. Demographic trends driving workforce diversity in American society today include
___________.
a) fewer numbers of women in the labor force.
b) fewer African-Americans in the labor force.
c) fewer Hispanics in the labor force.
d) an increasing percentage of people of color in the labor force.
e) more white males are in the labor force.
Ans: d
Difficulty: Hard
96. The degree to which the culture respects and values diversity and is open to anyone who can
perform a job, regardless of their diversity attributes, is known as
a) workforce diversity.
b) inclusion.
c) multiculturalism.
d) cultural sensitivity.
e) constructive culture.
Ans: b
Difficulty: Medium

97. A core organizational behavior theme that refers to managing and working with others in full
respect for their individual differences is
a) sensitivity to diversity.
b) valuing diversity.
c) elevating diversity.
d) tolerating diversity.
e) diversity championing.
Ans: b
Difficulty: Medium
98. An individual whose organizational unit, group, or team consistently achieves its goals while
members remain capable, committed, and enthusiastic is a(n)
a) executive.
b) effective manager.
c) director.
d) supervisor.
e) team facilitator.
Ans: b
Difficulty: Medium
99. Which of the following is NOT one of the four basic functions of management?
a) planning
b) organizing
c) leading
d) directing
e) controlling
Ans: d
Difficulty: Easy
100. When managers define goals, set performance objectives, and identify action steps for
accomplishing them, they are engaged in which management function?

a) planning
b) organizing
c) leading
d) directing
e) controlling
Ans: a
Difficulty: Hard
101. Suppose that the company’s president decides to develop a policy to increase the company’s
commitment to its employees and then develops a set of procedures to implement this policy.
The president is engaged in which management function?
a) planning
b) organizing
c) leading
d) directing
e) controlling
Ans: a
Difficulty: Hard
102. Suppose that a manager sets up a committee to develop procedures for dealing with
company-wide training needs and then assigns people to conduct specific training programs.
This manager is engaged in which management function?
a) planning.
b) organizing.
c) motivating.
d) leading.
e) controlling.
Ans: b
Difficulty: Hard

103. Suppose a manager starts an affirmative action program to increase opportunities for
minority advancement and then clearly and convincingly communicates the objectives of the
program to all employees. By doing this the manager gains their support and participation. This
manager is engaged in which management function?
a) planning.
b) organizing.
c) leading.
d) motivating.
e) controlling.
Ans: c
Difficulty: Hard
104. When a manager monitors the progress of an affirmative action program to advance
minorities within the corporation, reviews progress on changes in employee attitudes, calls a
special meeting to discuss problems, and makes appropriate adjustments in the program, the
manager is engaged in which management function?
a) planning.
b) organizing.
c) leading.
d) controlling.
e) delegating.
Ans: d
Difficulty: Hard
105. According to the research conducted on the nature of managerial work, which of the
following statements is true?
a) managers work at fragmented and varied tasks.
b) managers work at an intense pace.
c) managers work long hours.
d) managers work mostly with other people.
e) all of the above.
Ans: e
Difficulty: Medium

106. Henry Mintzberg identified a set of roles that managers perform. These roles are grouped
into which of the following three categories?
a) interpersonal, strategic, and decisional.
b) strategic, informational, and political.
c) interpersonal, informational, and decisional.
d) supervisory, authoritarian, and decisional.
e) supervisory, informational, and strategic.
Ans: c
Difficulty: Easy
107. Which of the following represent informational roles as identified by Henry Mintzberg?
a) figurehead, leader, and spokesperson
b) monitor, disseminator, and spokesperson
c) negotiator, entrepreneur, and resource allocator
d) leader, disseminator, and entrepreneur
e) entrepreneur, disturbance handler, and resource allocator
Ans: b
Difficulty: Hard
108. Which of the following descriptions of Mintzberg’s managerial roles is correct?

a) interpersonal roles include the monitor, disseminator, and spokesperson.
b) informational roles include the figurehead, leader, and liaison.
c) decisional roles include the entrepreneur, disturbance handler, resource allocator, and
negotiator.
d) decisional roles include the leader, disturbance handler and spokesperson.
e) informational roles include the figurehead, monitor, leader and spokesperson.
Ans: c
Difficulty: Hard

109. According to Robert Katz, the essential skills of management can be grouped into which of
the following three categories?
a) technical, interpersonal, and informational
b) technical, human, and conceptual
c) interpersonal, decisional, and informational
d) organizing, planning, and leading
e) leading, decisional, and human
Ans: b
Difficulty: Medium
110. According to Robert Katz, all of the following statements are correct EXCEPT:
a) technical skills are considered important for supervisors and team leaders who must deal with
job-specific problems.
b) conceptual skills are important for senior executives who deal with organizational purpose,
mission and strategy issues.
c) technical skills are equally important for both entry and senior level management positions.
d) conceptual skills are important for senior executives who must deal with broad, ambiguous
and long-term decisions.
e) human skills are consistently important across all managerial levels.
Ans: c
Difficulty: Hard
111. A manager who is using spreadsheet software to prepare a departmental budget is using
which managerial skill according to Katz?
a) supervisory.
b) conceptual.
c) creative.
d) technical.
e) human.
Ans: d
Difficulty: Medium

112. In trying to work out an acceptable solution to a problem, managers who rely on their
understanding of other people and who empathize with others’ feelings are using which
managerial skill according to Katz?
a) supervisory.
b) conceptual.
c) creative.
d) technical.
e) human.
Ans: e
Difficulty: Medium
113. Important dimensions of emotional intelligence include all of the following human skills
EXCEPT:
a) self-awareness.
b) self-regulation.
c) technical skill.
d) empathy.
e) social skill.
Ans: c
Difficulty: Medium
114. Which managerial skill involves the capacity to analyze and solve complex and interrelated
problems?
a) supervisory.
b) conceptual.
c) creative.
d) technical.
e) human.
Ans: b
Difficulty: Medium

115. A manager who thinks critically and analytically when developing an organizational
strategy for dealing with a highly competitive global environment is using which managerial
skill?
a) supervisory.
b) conceptual.
c) creative.
d) technical.
e) human.
Ans: b
Difficulty: Hard
116. According to Archie Carroll, if a manager doesn’t subscribe to any ethical principles
making decisions and acts in any situation to simply take best personal advantage, he or she
would be classified as a(n)
a) moral manager.
b) amoral manager
c) immoral manager
d) unethical manager
e) opportunistic manager
Ans: c
Difficulty: Medium
117. The ethics center of gravity can be moved positively in a virtuous shift with
a) emotionally intelligent leadership.
b) immoral leadership.
c) amoral leadership.
d) moral leadership.
e) philanthropic leadership.
Ans: d
Difficulty: Hard

118. The process of acquiring knowledge and utilizing information to adapt successfully to
changing circumstances is referred to as
a) learning.
b) managerial sense-making.
c) organizational learning.
d) lifelong learning.
e) managerial scholarship.
Ans: c
Difficulty: Medium
119. In the experiential learning cycle in an organizational behavior course, initial experience
focuses on __________.
a) personal experiences, the classroom as an organization, in-class exercises and simulations,
group project assignments, and cases.
b) personal thought, class discussion, informal discussion, readings, lectures, and written
assignments.
c) personal experiences, personal thought, personal theories, and trying new personal behaviors.
d) theories in readings, theories from lectures, personal theories, and theories from other sources.
e) trying new behaviors in work experiences, class experiences, and everyday experiences.
Ans: a
Difficulty: Hard
120. Those people who learn through conversation and sharing information prefer which
learning style?
a) visual.
b) auditory.
c) kinesthetic.
d) print.
e) interactive.
Ans: e
Difficulty: Hard

Short Answer
121. What is the study of human behavior in organizations called?
Ans: Organization behavior

Difficulty: Easy
122. When organizational behavior researchers collect data in real-life organizational settings,
what research method is being used?
Ans: field studies

Difficulty: Easy
123. When organizational behavior researchers collect data in simulated and controlled settings,
what research method is being used?
Ans: laboratory studies

Difficulty: Easy
124. Rather than assume that there is one “best” or universal way to manage people in
organizations, what approach do researchers use to try to identify how different situations can be
best understood and handled?
Ans: contingency
Difficulty: Hard

125. What is a strategy?
Ans: a comprehensive plan that guides organizations to operate in ways that allow them to
outperform their competitors.
Difficulty: Medium
126. Who are the people, groups, and institutions that are affected by and thus have an interest in
an organization’s performance?
Ans: Stakeholders
Difficulty: Medium
127. What is organizational culture?
Ans: the shared beliefs and values that influence the behavior of organizational members
Difficulty: Medium
128. Which organizational culture is most associated with high-performance organizations?
Ans: constructive culture

Difficulty: Hard
129. What is workforce diversity?
Ans: in a business organization, the presence of differences based on gender, race and ethnicity,
age, able-bodiedness, and sexual orientation
Difficulty: Easy

130. By the year 2060, which demographic group will comprise nearly 30% of the US
population?
Ans: Hispanic
Difficulty: Hard
131. What is a key element in any organization that embraces multiculturalism?
Ans: inclusivity
Difficulty: Hard
132. What are the two key outcomes on which an effective manager will focus?
Ans: Task performance and job satisfaction

Difficulty: Hard
133. What are the four basic functions of management?
Ans: planning; organizing; leading; controlling

Difficulty: Easy
134. Defining goals, setting performance objectives, and identifying action steps for
accomplishing them describes which management function?
Ans: planning
Difficulty: Easy

135. __________ is the process of creating work structures and systems, and arranging resources
to accomplish goals and objectives.
Ans: Organizing
Difficulty: Easy
136. Describe the managerial function of leading.
Ans: instilling enthusiasm by communicating with others, motivating them to work hard, and
maintaining good interpersonal skills is the managerial activity of __________.
Difficulty: Easy
137. Ensuring that things go well by monitoring performance and taking corrective action when
necessary describes which managerial function?
Ans: controlling
Difficulty: Easy
138. According to Henry Mintzberg, which managerial roles involve working directly with other
people?
Ans: interpersonal roles

Difficulty: Medium
139. According to Henry Mintzberg, which managerial roles involve the exchange of
information with other people?
Ans: informational roles

Difficulty: Easy


140. According to Robert Katz, what are the three categories of managerial skills?
Ans: technical; human; conceptual

Difficulty: Medium
141. According to Robert Katz, what is an ability to perform specialized tasks?
Ans: a technical skill

Difficulty: Medium
142. In trying to work out an acceptable solution to a problem, managers who rely on their
understanding of other people and who empathize with others’ feelings are using which
managerial skill according to Katz?
Ans: human
Difficulty: Easy
143. According to Daniel Goleman, what is the ability to understand and deal with emotions?
Ans: Emotional intelligence

Difficulty: Easy
144. A management team that thinks critically and analytically when developing an
organizational strategy for dealing with a highly competitive global environment is using which
managerial skill?

Ans: conceptual
Difficulty: Medium
145. The _________ learner learns by doing and active involvement.
Ans: kinesthetic
Difficulty: Medium
Essay
146. Identify the trends that are affecting organizational behavior and explain why these trends
are occurring.
Suggested Answer: Seven trends are currently affecting organizational behavior. These trends
and the reasons why they are occurring are described as follows: (a) commitment to ethical
behavior ⎯ there is a growing intolerance of breaches of public faith by organizations and those
who run them, and a growing concern for ethical behavior in the workplace; (b) importance of
human capital ⎯ a dynamic and complex environment places a premium on knowledge,
experience, and commitments of people as valuable human assets of organizations; (c) demise of
“command-and-control” –– traditional hierarchical structures, which are proving incapable of
handling new environmental pressures and demands, are being replaced by flexible structures
and participatory work settings; (d) emphasis on teamwork ⎯ modern organizations, which are
less vertical and more horizontal in their focus, place a high value on teamwork and peer
contributions; (e) pervasive influence of information technologies –– as computers increasingly
penetrate all aspects of the workplace, implications for workflows, work processes, and
organizational systems are far reaching; (f) respect for new workforce expectations –– the new
generation of workers is less tolerant of hierarchy, more informal, and less concerned about
status; organizations are paying more attention to how members balance the demands and
priorities of work and personal affairs; and (g) changing concept of careers ⎯ more employers
are using offshoring and outsourcing of jobs and more individuals are working as independent
contractors rather than as traditional full-time employees (h) concern for sustainability –
managers and organization members are thinking more about decision making and goal setting in
organizations paying attention to the environment, climate justice and preservation of resources.
Difficulty: Hard


147. Define the term workforce diversity. Why is workforce diversity an important issue for
contemporary organizations?
Suggested Answer: Workforce diversity is the presence of differences in a firm’s employees

based on gender, race and ethnicity, age, able-bodiedness, and sexual orientation. Workforce
diversity is an important issue for contemporary organizations because success in the workplace
increasingly requires a set of skills for working successfully with a broad mix of people from
different racial and ethnic backgrounds, of different ages and genders, and of different domestic
and national cultures.
Difficulty: Easy
148. Briefly describe each of the four functions of management. Describe Mintzberg’s
managerial roles and explain how they are helpful in performing the four functions of
management.
Suggested Answer: The four functions of management are planning, organizing, leading, and
controlling. Planning is the process of setting objectives and determining what actions should be
taken to accomplish them. Organizing is the process of assigning tasks, allocating resources, and
arranging and coordinating the activities of individuals and groups to implement plans. Leading
is the process of arousing people’s enthusiasm to work hard and directing their efforts to fulfill
plans and accomplish objectives. Controlling is the process of measuring work performance,
comparing results to objectives, and taking corrective action as needed. Mintzberg’s managerial
roles include the following: (a) interpersonal roles (figurehead, leader, and liaison) involve
interactions with people inside and outside the work unit; (b) informational roles (monitor,
disseminator, and spokesperson) involve giving, receiving, and analyzing information; and (c)
decisional roles (entrepreneur, disturbance handler, resource allocator, and negotiator) involve
using information to make decisions, solve problems, or address opportunities. While all ten
managerial roles might be used at one time or another in performing each of the four functions of
management, many of them are more likely to be used in carrying out certain managerial
functions. The entrepreneurial role, for instance, is closely linked to the managerial function of
planning. In this role, direction is being set for the organization. The liaison, disseminator, and
resource allocator roles are closely associated with organizing. The figurehead, leader, and
spokesperson roles are closely aligned with leading. The monitor role is related primarily to
controlling.
Difficulty: Hard

149. Human skills such as emotional intelligence are indispensable in the new age of
organizations. Identify and define five important dimensions of emotional intelligence that can
and should be developed by any manager today.
Suggested Answer: Self-awareness is the ability to understand one’s own moods and emotions.
Self-regulation is the ability to think before acting and control disruptive impulses. Motivation is
the ability to work hard and persevere. Empathy is the ability to understand the emotions of
others. Social skill is the ability to gain rapport with others and build good relationships.
Difficulty: Medium
150. When it comes to ethics and morality, Archie Carroll draws a distinction between managers.
Identify and briefly explain the three managerial categories defined by Carroll.
Suggested Answer: The immoral manager does not subscribe to any ethical principles, but
instead makes decisions and acts to stake best personal advantage of a situation. The amoral
manager, by contracts, fails to consider the ethics of a decision or behavior. This manager acts
unethically at time, but unintentionally. The moral manager is one who incorporates ethics
principles and goals into his or her personal behavior. For this manager, ethical behavior is a
goal, a standard, and even a matter of routine.
Difficulty: Medium
151. What is organizational learning? Why is it important for firms to emphasize organizational
learning?
Suggested Answer: Organizational learning is the process of acquiring knowledge and using
information to adapt successfully to changing circumstances. In today’s challenging times,
organizations must be able to change continuously and positively; they must commit to searching
continuously for new ideas and opportunities for improvement. The ability to know when to
change and how to change successfully is largely a function of organizational learning.
Difficulty: Easy


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virtues which his admirers and works of fiction ascribe to him, and
were free from all the vices which those best qualified to judge
assign to him, he would be just the character to complete the picture
which is presented by the country embracing the Wichita mountains.
Cooper, to whose writings more than to those of any other author are
the people speaking the English language indebted for a false and
ill-judged estimate of the Indian character, might well have laid the
scenes of his fictitious stories in this beautiful and romantic country.
It is to be regretted that the character of the Indian as described
in Cooper’s interesting novels is not the true one. But as, in
emerging from childhood into the years of a maturer age, we are
often compelled to cast aside many of our earlier illusions and
replace them by beliefs less inviting but more real, so we, as a
people, with opportunities enlarged and facilities for obtaining
knowledge increased, have been forced by a multiplicity of causes to
study and endeavor to comprehend thoroughly the character of the
red man. So intimately has he become associated with the
Government as ward of the nation, and so prominent a place among
the questions of national policy does the much mooted “Indian
question” occupy, that it behooves us no longer to study this problem
from works of fiction, but to deal with it as it exists in reality. Stripped
of the beautiful romance with which we have been so long willing to
envelop him, transferred from the inviting pages of the novelist to the
localities where we are compelled to meet with him, in his native
village, on the war path, and when raiding upon our frontier
settlements and lines of travel, the Indian forfeits his claim to the
appellation of the “noble red man.” We see him as he is, and, so far
as all knowledge goes, as he ever has been, a savage in every
sense of the word; not worse, perhaps, than his white brother would
be similarly born and bred, but one whose cruel and ferocious nature
far exceeds that of any wild beast of the desert. That this is true no
one who has been brought into intimate contact with the wild tribes
will deny. Perhaps there are some who, as members of peace
commissions or as wandering agents of some benevolent society,
may have visited these tribes or attended with them at councils held
for some pacific purpose, and who, by passing through the villages
of the Indian while at peace, may imagine their opportunities for
judging of the Indian nature all that could be desired. But the Indian,
while he can seldom be accused of indulging in a great variety of
wardrobe, can be said to have a character capable of adapting itself
to almost every occasion. He has one character, perhaps his most
serviceable one, which he preserves carefully, and only airs it when
making his appeal to the Government or its agents for arms,
ammunition, and license to employ them. This character is invariably
paraded, and often with telling effect, when the motive is a peaceful
one. Prominent chiefs invited to visit Washington invariably don this
character, and in their “talks” with the “Great Father” and other less
prominent personages they successfully contrive to exhibit but this
one phase. Seeing them under these or similar circumstances only, it
is not surprising that by many the Indian is looked upon as a simple-
minded “son of nature,” desiring nothing beyond the privilege of
roaming and hunting over the vast unsettled wilds of the West,
inheriting and asserting but few native rights, and never trespassing
upon the rights of others. This view is equally erroneous with that
which regards the Indian as a creature possessing the human form
but divested of all other attributes of humanity, and whose traits of
character, habits, modes of life, disposition, and savage customs
disqualify him from the exercise of all rights and privileges, even
those pertaining to life itself. Taking him as we find him, at peace or
at war, at home or abroad, waiving all prejudices, and laying aside all
partiality, we will discover in the Indian a subject for thoughtful study
and investigation. In him we will find the representative of a race
whose origin is, and promises to be, a subject forever wrapped in
mystery; a race incapable of being judged by the rules or laws
applicable to any other known race of men; one between which and
civilization there seems to have existed from time immemorial a
determined and unceasing warfare—a hostility so deep-seated and
inbred with the Indian character, that in the exceptional instances
where the modes and habits of civilization have been reluctantly
adopted, it has been at the sacrifice of power and influence as a
tribe, and the more serious loss of health, vigor, and courage as
individuals.
II.
IF the character of the Indian is enveloped in mystery, how much
more so is his origin. From his earliest history to the present time
learned men have striven to unravel this mystery, and to trace the
genealogy of the red man to its original source. But in spite of all
study and the deepest research capable of being brought to bear on
this subject, it is to-day surrounded by a darkness almost as deep
and impenetrable as that which enfolded it centuries ago. Various
writers of ability have attempted to prove that the Indians came from
eastern Asia; others trace them to Africa, others to Phœnicia, while
another class believes them to be autochthones. In favor of each of
these beliefs strong circumstantial evidence can be produced. By
closely studying the customs, costumes, faith, and religious
traditions of the various tribes, a striking homogeneity is seen to
exist. At the same time and from the same sources we are enabled
to discover satisfactory resemblances between certain superstitions
and religious rites practised among the Indian tribes and those which
prevailed at one time among the ancient Persians, the Hebrews, and
the Chaldeans. They who adhere to the belief of disparity of origin
may readily adduce arguments in refutation of an opposite theory.
The apparent similarity found to exist in the customs, dress, and
religious rites of different tribes may be partially accounted for by
their long intercourse under like circumstances, the effect of which
would necessarily be an assimilation in beliefs and usages to a
greater or less degree. The preponderance of facts inclines strongly
in favor of that theory which does not ascribe unity of origin to the
Indian tribes. Passing down the Mississippi to Mexico, and from
Mexico to Peru, there once existed an unbroken chain of tribes,
which, either in a peaceful or warlike manner, maintained a
connection and kept up an intercourse with each other. In various
ways proofs have been discovered that at one time the most
northern tribes must have held intercourse with the civilized nations
of Peru and Mexico. These evidences have been seized upon by
certain savants to support the theory that the Indian tribes of North
America are descendants of the Aztecs and other kindred nations of
the south—arriving at this conclusion from the fact of an apparent
similarity in history, psychology, traditions, and customs. But by
studying the migrations and tendencies of ancient nations, and
making allowance for such modifications as climatic influences,
intermarriage, contact with civilization, and an altered mode of living
would necessarily produce upon any branch of the human race—
remembering, too, that in the vast majority of cases relating to our
subject we must be guided by tradition rather than history—it is not
difficult to establish a strong typical likeness between the tribes of
American Indians and some of the nations of most remote antiquity.
When or in what exact manner they first reached this continent is a
problem difficult of solution. This theory necessarily involves the
admission of emigration to this continent centuries before the landing
of Columbus. Upon this point there is much that may be inferred, and
not a little susceptible of strong proof.
When civilization made its first inroads within the borders of this
continent, numerous tribes, each powerful in numbers, were found
inhabiting it. Each tribe had its peculiar customs, whether of war, the
chase, or religion. They exhibited some close resemblances as well
as widely different traits of character. That they sprang from different
nations rather than from a single source seems highly probable. It is
said that when the Spaniards conquered Yucatan a number of
intelligent Indians declared that by traditions from their ancestors
they had learned that their country had been peopled by nations
coming from the east, whom God had delivered from their enemies
by opening a road for them across the sea.
Few persons will deny that the existence of America was
believed in if not positively known centuries before its discovery by
Columbus. Even so far back as the time of Alexander the Great, a
historian named Theopompus, in giving a dialogue that took place
between Midas and Silenus, credits the latter with saying that
Europe, Asia, and Africa were only islands, but that a vast fertile
continent existed beyond the sea. This continent was peopled by a
race of powerful men, and gold and silver were abundant on its
surface. Hanno, eight hundred years before Christ, made a voyage
along the coast of Africa, and sailed due west for thirty days. From
the account which he afterward wrote of his voyage, it is probable
that he saw portions of America or some of the West India islands.
Reference is also made by Homer and Horace to the existence of
islands at a long distance west of Europe and Africa. Diodorus
speaks of an immense island many days’ sail to the west of Africa;
immense rivers flowed from its shores; its inhabitants resided in
beautiful mansions; its soil was fruitful and highly cultivated. The
description corresponds with that given of Mexico by the Spaniards
who first discovered it. Aristotle makes mention of it in the following
terms: “It is said that the Carthaginians have discovered beyond the
Pillars of Hercules a very fertile island, but which is without
inhabitants, yet full of forests, of navigable rivers, and abounding in
fruit. It is situated many days’ journey from the mainland.” After the
discovery of America Europeans were surprised to find in villages in
Guatemala inhabitants wearing the Arabian masculine costume and
the Jewish feminine costume. Travellers in South America have
discovered Israelites among the Indians. This discovery strengthens
the theory given by Garcia, a Spanish writer, that the Indians are the
descendants of the tribes of Israel that were led captive into Assyria.
Many of the Indian customs and religious rites closely resemble
those of the Israelites. In many tribes the Indians offer the first fruits
of the earth and of the chase to the Great Spirit. They have also
certain ceremonies at stated periods. Their division of the year
corresponds with the Jewish festivals. In some tribes the brother of a
deceased husband receives the widow into his lodge as his
legitimate wife. Some travellers claim to have seen circumcision
practised among certain tribes. Another analogy between the Jews
and the Indians is seen in their purifications, baths, anointings, fasts,
manner of praying, and abstaining from certain quadrupeds, birds,
and reptiles considered impure. In general Indians are only permitted
to marry in their own tribe. Some tribes are said to carry with them
an ark similar to the one mentioned in Holy Writ. I know that all tribes
with which I have been brought in contact carry with them a
mysterious something which is regarded with the utmost sacredness
and veneration, and upon which the eye of no white man at least is
ever permitted to rest. Then again the “medicine man” of the tribe,
who is not, as his name implies, the physician, but stands in the
character of high priest, assumes a dress and manner corresponding
to those of the Jewish high priest. Mr. Adair, who spent forty years
among the various northern tribes, and who holds to the idea that the
Indian is descended from the Hebrew, asserts that he discovered an
unmistakable resemblance between various Indian words and the
Hebrew intended to express the same idea. He further asserts that
he once heard an Indian apply the following expression to a culprit:
“Tschi kaksit canaha”—Thou art like unto a Canaanite sinner.
Numerous evidences and various authorities go to prove that
prior to the discovery of America by Columbus a series of voyages
had been made from the old to the new continent. The historical
records of the Scandinavians, describing their migratory expeditions,
fix not only the dates of such excursions, but also the exact points on
the American coast at which landings were made and colonies
established. In 1002, Thorwald Ericsson, following the example of
his countrymen, began a voyage, during which he landed near Cape
Cod. He was afterward slain in an encounter with the natives. Other
expeditions were undertaken by the Scandinavians at subsequent
periods down to the early part of the fifteenth century, when, owing to
various causes of decline, including savage wars and disease, these
early explorers lost their foothold on the American continent and
disappeared from its limits. But from the ninth to the fifteenth century
it is easily proved by their historical records and traditions that the
American continent had been visited and occupied by pioneers from
the Scandinavians. From the great number of inscriptions, antique
utensils, arms, bones, and monuments discovered in the New
England States, it is fair to presume that these adventurers had
occupied a larger portion of the new continent than their manuscripts
would lead us to suppose. At the same time the discoveries in the
Western States and territories of mounds containing human bones,
earthen vessels, and weapons whose form and structure prove that
their original owners belonged to a different people from any with
which we are acquainted at the present day, should be received as
evidence strongly confirmatory of the early migrations claimed to
have been made by the Scandinavians and other nations. Admitting
that there are certain physiological attributes common to nearly all
the Indian tribes, sufficiently decided and clear to enable them to be
classed together as one branch of the human family, yet an intimate
study of all the tribes of North America will develop physical
diversities sufficiently ample to justify the belief that the various tribes
may have sprung from different nationalities. We find them, although
generally of a copper color, presenting all shades of complexion from
a deep black to a shade of white. Some tribes are of powerful
stature, others are dwarfed. So marked are these differences that a
person accustomed to meeting the various tribes can at a glance
distinguish the individuals of one from the other. Almost every tribe
possesses a language peculiarly its own, and what seems
remarkable is the fact that no matter how long or how intimately two
tribes may be associated with each other, they each preserve and
employ their own language, and individuals of the one tribe rarely
become versed in the spoken language of the other, all
intercommunication being carried on either by interpreters or in the
universal sign language. This is noticeably true of Cheyennes and
Arrapahoes, two tribes which for years have lived in close proximity
to each other, and who are so strongly bound together, offensively
and defensively, as to make common cause against the enemies of
either, particularly against the white man. These tribes encamp
together, hunt together, and make war together, yet but a
comparatively small number of either can speak fluently the
language of the other. I remember to have had an interview at one
time with a number of prominent chiefs belonging to five different
tribes, the Cheyennes, Kiowas, Osages, Kaws, and Apaches. In
communicating with them it was necessary for my language to be
interpreted into each of the five Indian tongues, no representatives of
any two of the tribes being able to understand the language of each
other; yet all of these tribes were accustomed to more or less
intimate association. Between the tribes which inhabited the Eastern
States and those originally found on the Plains a marked difference
is seen to exist. They have but little in common, while a difference
equally marked is discovered between the Indians of the Plains and
those of the mountain regions further west, as well as the tribes of
both Old and New Mexico.
Inseparable from the Indian character, wherever he is to be met
with, is his remarkable taciturnity, his deep dissimulation, the
perseverance with which he follows his plans of revenge or
conquest, his concealment and apparent lack of curiosity, his stoical
courage when in the power of his enemies, his cunning, his caution,
and last, but not least, the wonderful power and subtlety of his
senses. Of this last I have had most interesting proof, one instance
of which will be noted when describing the Washita campaign. In
studying the Indian character, while shocked and disgusted by many
of his traits and customs, I find much to be admired, and still more of
deep and unvarying interest. To me Indian life, with its attendant
ceremonies, mysteries, and forms, is a book of unceasing interest.
Grant that some of its pages are frightful, and, if possible, to be
avoided, yet the attraction is none the weaker. Study him, fight him,
civilize him if you can, he remains still the object of your curiosity, a
type of man peculiar and undefined, subjecting himself to no known
law of civilization, contending determinedly against all efforts to win
him from his chosen mode of life. He stands in the group of nations
solitary and reserved, seeking alliance with none, mistrusting and
opposing the advances of all. Civilization may and should do much
for him, but it can never civilize him. A few instances to the contrary
may be quoted, but these are susceptible of explanation. No tribe
enjoying its accustomed freedom has ever been induced to adopt a
civilized mode of life, or, as they express it, to follow the white man’s
road. At various times certain tribes have forsaken the pleasures of
the chase and the excitement of the war-path for the more quiet life
to be found on the “reservation.” Was this course adopted voluntarily
and from preference? Was it because the Indian chose the ways of
his white brother rather than those in which he had been born and
bred?
In no single instance has this been true. What then, it may be
asked, have been the reasons which influenced certain tribes to
abandon their predatory, nomadic life, and to-day to influence others
to pursue a similar course? The answer is clear, and as undeniable
as it is clear. The gradual and steady decrease in numbers, strength,
and influence, occasioned by wars both with other tribes and with the
white man, as well as losses brought about by diseases partly
attributable to contact with civilization, have so lowered the standing
and diminished the available fighting force of the tribe as to render it
unable to cope with more powerful neighboring tribes with any
prospect of success. The stronger tribes always assume an
overbearing and dominant manner toward their weaker neighbors,
forcing them to join in costly and bloody wars or themselves to be
considered enemies. When a tribe falls from the position of a leading
one, it is at the mercy of every tribe that chooses to make war, being
forced to take sides, and at the termination of the war is generally
sacrificed to the interests of the more powerful. To avoid these
sacrifices, to avail itself of the protection of civilization and its armed
forces, to escape from the ruining influences of its more warlike and
powerful neighbors, it reluctantly accepts the situation, gives up its
accustomed haunts, its wild mode of life, and nestles down under the
protecting arm of its former enemy, the white man, and tries,
however feebly, to adopt his manner of life. In making this change
the Indian has to sacrifice all that is dear to his heart; he abandons
the only mode of life in which he can be a warrior and win triumphs
and honors worthy to be sought after; and in taking up the pursuits of
the white man he does that which he has always been taught from
his earliest infancy to regard as degrading to his manhood—to labor,
to work for his daily bread, an avocation suitable only for squaws.
To those who advocate the application of the laws of civilization
to the Indian, it might be a profitable study to investigate the effect
which such application produces upon the strength of the tribe as
expressed in numbers. Looking at him as the fearless hunter, the
matchless horseman and warrior of the Plains, where Nature placed
him, and contrasting him with the reservation Indian, who is
supposed to be revelling in the delightful comforts and luxuries of an
enlightened condition, but who in reality is grovelling in beggary,
bereft of many of the qualities which in his wild state tended to
render him noble, and heir to a combination of vices partly his own,
partly bequeathed to him from the pale-face, one is forced, even
against desire, to conclude that there is unending antagonism
between the Indian nature and that with which his well-meaning
white brother would endow him. Nature intended him for a savage
state; every instinct, every impulse of his soul inclines him to it. The
white race might fall into a barbarous state, and afterwards,
subjected to the influence of civilization, be reclaimed and prosper.
Not so the Indian. He cannot be himself and be civilized; he fades
away and dies. Cultivation such as the white man would give him
deprives him of his identity. Education, strange as it may appear,
seems to weaken rather than strengthen his intellect. Where do we
find any specimens of educated Indian eloquence comparing with
that of such native, untutored orators as Tecumseh, Osceola, Red
Jacket, and Logan; or, to select from those of more recent fame, Red
Cloud of the Sioux, or Sa-tan-ta of the Kiowas? Unfortunately for the
last-named chief, whose name has been such a terror to our frontier
settlements, he will have to be judged for other qualities than that of
eloquence. Attention has more recently been directed to him by his
arrest by the military authorities near Fort Sill, Indian Territory, and
his transportation to Texas for trial by civil court for various murders
and depredations, alleged to have been committed by him near the
Texas frontier. He has since had his trial, and, if public rumor is to be
credited, has been sentenced to death. Reference will be made to
this noted chief in succeeding pages. His eloquence and able
arguments upon the Indian question in various councils to which he
was called won for him the deserved title of “Orator of the Plains.” In
his boasting harangue before the General of the Army, which
furnished the evidence of his connection with the murders for which
he has been tried and sentenced, he stated as a justification for such
outrages, or rather as the occasion of them, that they were in
retaliation for his arrest and imprisonment by me some three years
ago. As there are two sides to most questions, even if one be wrong,
when the proper time arrives a brief account of Sa-tan-ta’s arrest and
imprisonment, with the causes leading thereto, will be given in these
sketches. One of the favorite remarks of Sa-tan-ta in his orations,
and one too which other chiefs often indulge in, being thrown out as
a “glittering generality,” meaning much or little as they may desire,
but most often the latter, was that he was tired of making war and
desired now “to follow the white man’s road.” It is scarcely to be
presumed that he found the gratification of this oft-expressed desire
in recently following the “white man’s road” to Texas, under strong
guard and heavily manacled, with hanging, to the Indian the most
dreaded of all deaths, plainly in the perspective. Aside, however,
from his character for restless barbarity, and activity in conducting
merciless forays against our exposed frontiers, Sa-tan-ta is a
remarkable man—remarkable for his powers of oratory, his
determined warfare against the advances of civilization, and his
opposition to the abandonment of his accustomed mode of life, and
its exchange for the quiet, unexciting, uneventful life of a reservation
Indian. If I were an Indian, I often think that I would greatly prefer to
cast my lot among those of my people who adhered to the free open
plains, rather than submit to the confined limits of a reservation,
there to be the recipient of the blessed benefits of civilization, with its
vices thrown in without stint or measure. The Indian can never be
permitted to view the question in this deliberate way. He is neither a
luxury nor necessary of life. He can hunt, roam, and camp when and
wheresoever he pleases, provided always that in so doing he does
not run contrary to the requirements of civilization in its advancing
tread. When the soil which he has claimed and hunted over for so
long a time is demanded by this to him insatiable monster, there is
no appeal; he must yield, or, like the car of Juggernaut, it will roll
mercilessly over him, destroying as it advances. Destiny seems to
have so willed it, and the world looks on and nods its approval. At
best the history of our Indian tribes, no matter from what standpoint it
is regarded, affords a melancholy picture of loss of life. Two hundred
years ago it required millions to express in numbers the Indian
population, while at the present time less than half the number of
thousands will suffice for the purpose. Where and why have they
gone? Ask the Saxon race, since whose introduction into and
occupation of the country these vast changes have been effected.
But little idea can be formed of the terrible inroads which
diseases before unknown to them have made upon their numbers.
War has contributed its share, it is true, but disease alone has done
much to depopulate many of the Indian tribes. It is stated that the
small-pox was first introduced among them by the white man in
1837, and that in the short space of one month six tribes lost by this
disease alone twelve thousand persons.
Confusion sometimes arises from the division of the Indians into
nations, tribes, and bands. A nation is generally a confederation of
tribes which have sprung from a common stock or origin. The tribe is
intended to embrace all bands and villages claiming a common
name, and is presided over by a head chief, while each band or
village is presided over by one or more subordinate chiefs, but all
acknowledging a certain allegiance to the head or main village. This
division cannot always be accounted for. It arises sometimes from
necessity, where the entire tribe is a large one, and it is difficult to
procure game and grazing in one locality sufficient for all. In such
cases the various bands are not usually separated by any great
distance, but regulate their movements so as to be able to act in
each other’s behalf. Sometimes a chief more warlike than the others,
who favors war and conquest at all times, and refuses to make
peace even when his tribe assents to it, will separate himself, with
those who choose to unite their fortunes with his, from the remainder
of the tribe, and act for the time independently. Such a character
produces endless trouble; his village becomes a shelter and
rendezvous for all the restless spirits of the tribe. While the latter is
or pretends to be at peace, this band continues to make war, yet
when pressed or pursued avails itself of the protection of those who
are supposed to be peaceable.
Having hurriedly sketched the country in which we shall find it
necessary to go, and glanced at certain theories calculated to shed
some light on the origin and destiny of the Indian tribes, the
succeeding pages will be devoted to my personal experience on the
Plains, commencing with the expedition of Major-General Hancock in
the spring of 1867.
III.
“THERE are two classes of people who are always eager to get up
an Indian war—the army and our frontiersmen.”
I quote from an editorial on the Indian question, which not long
since appeared in the columns of one of the leading New York daily
newspapers. That this statement was honestly made I do not doubt,
but that instead of being true it could not have been further from the
truth I will attempt to show. I assert, and all candid persons familiar
with the subject will sustain the assertion, that of all classes of our
population the army and the people living on the frontier entertain the
greatest dread of an Indian war, and are willing to make the greatest
sacrifices to avoid its horrors. This is a proposition, the assertion of
which almost carries its proof with it.
Under the most auspicious circumstances, and in time of peace
with the Indians, the life of an army officer on the Plains or along our
frontier is at best one involving no little personal discomfort, and
demanding the sacrifice of many of the luxuries and benefits which
he could obtain were he located within the limits of civilization. To
many officers, service in the West amounts almost to social exile.
Some can have their families with or near them. There is a limited
opportunity for social intercourse; travel from the States, to and
across the Plains, either for business or pleasure, is uninterrupted,
and mail facilities with friends and relations in the States are
maintained. An Indian war changes all this. The troops must prepare
to take the field. Provided with but few comforts, necessarily limited
in this respect by the amount of transportation, which on the Plains is
narrowed down to the smallest practicable, the soldier bids adieu—
often a final one—to the dear ones of home, and with his comrades
in arms sets out, no matter how inclement the season, to seek what?
fame and glory? How many military men have reaped laurels from
their Indian campaigns? Does he strive to win the approving smile of
his countrymen? That is indeed, in this particular instance, a difficult
task. For let him act as he may in conducting or assisting in a
campaign against the Indians, if he survives the campaign he can
feel assured of this fact, that one-half of his fellow-citizens at home
will revile him for his zeal and pronounce his success, if he achieves
any, a massacre of poor, defenceless, harmless Indians; while the
other half, if his efforts to chastise the common enemy are not
crowned with satisfactory results, will cry “Down with him. Down with
the regular army, and give us brave volunteers who can serve the
Government in other ways besides eating rations and drawing pay.”
An unsuccessful campaign, under which head nineteen out of
twenty may reasonably be classed, satisfies no portion of the public,
and greatly dissatisfies that portion of the Western population whose
knowledge of the murders and depredations committed by the
Indians is, unlike that of the people of the States further east, of too
recent origin to be swept away by false notions of clemency. During
the continuance of the campaign both officers and soldiers are
generally cut off from all communication with the friends left behind.
Couriers, sent as bearers of a few despatches and letters, are
sometimes under cover of the night enabled to make their way back
to the forts; but even these fail sometimes. I now recollect the
circumstance of two trusty scouts being sent with despatches and a
small mail, to make their way from the southern portion of Kansas to
Fort Dodge on the Arkansas. When we saw them again we beheld
their lifeless, mangled remains, their bodies pierced with numerous
arrows, and mutilated almost beyond recognition—our letters
scattered here and there by the savages, who had torn open the little
canvas mail-bag in search of plunder. The Indians had surrounded
these faithful fellows when within about ten miles of the end of their
perilous journey. The numerous empty cartridge shells which lay
around and near the bodies of the two men, proved how persistently
and bravely they had struggled for their lives.
The opening of an Indian campaign is also the signal for the
withdrawal of all privileges and enjoyments, such as leaves of
absence, visits from Eastern friends, hunting and pleasure parties of
all kinds. The reception from the East of all luxuries and delicacies
for the table and of all current literature, such as the numerous
railroads being constructed in the West, particularly the two Pacifics,
render easy of procurement, ceases; and not only the private soldier
but the officer is limited in his mess fare to an indifferent portion of
the ordinary ration. Is it probable or reasonable that these objects
and results, the principal ones generally, so far as the army as
individuals is concerned, would be considered sufficient to render
either officers or soldiers “eager to get up an Indian war”? I have yet
to make the acquaintance of that officer of the army who, in time of
undisturbed peace, desired a war with the Indians. On the contrary,
the army is the Indian’s best friend, so long as the latter desires to
maintain friendship. It is pleasant at all times, and always interesting,
to have a village of peaceable Indians locate their lodges near our
frontier posts or camps. The daily visits of the Indians, from the most
venerable chief to the strapped pappoose, their rude interchange of
civilities, their barterings, races, dances, legends, strange customs,
and fantastic ceremonies, all combine to render them far more
agreeable as friendly neighbors than as crafty, bloodthirsty enemies.
As to the frontiersman, he has everything to lose, even to life,
and nothing to gain by an Indian war. “His object is to procure a fat
contract or a market for his produce,” adds the journal from which
the opening lines of this chapter are quoted. This seems plausible
and likely enough. But does that journal, and do the people who
believe on this question as it does, know that there are two reasons
—more are not required—why its statement is a very great error?
First, our frontier farmers, busily employed as they are in opening up
their farms, never have any produce to dispose of, but consider
themselves fortunate if they have sufficient for their personal wants.
They are never brought in contact with the Indian except when the
latter makes a raid or incursion of at least hundreds of miles, and
attacks the settlements. It is another case of Mohammed and the
mountain. The frontiersman never goes beyond the settlements. The
Indian forsakes his accustomed hunting-grounds when ambitious of
obtaining scalps or plunder, and visits the settlements. The only
ground upon which the frontiersman can be accused of inspiring or
inciting a war with the Indian is, that when applied to by the latter to
surrender his life, family, and property, scalp thrown in, he stoutly
refuses, and sometimes employs force to maintain this refusal. I
have shown that this abused class of the pioneers of civilization have
no hand in the fat contracts. Who are the fortunate parties? With but
rare exceptions our most expensive expeditions against the Indians
on the Plains have been supplied by contracts made with parties far
inside the limits of civilization, who probably never saw a hostile
Indian, and who never even visited the Indian country. The supplies
are purchased far from the frontiers, in the rich and thickly settled
portions of the States, then shipped by rail and boat to the most
available military post, from which point they are generally drawn by
huge trains of army wagons, or carried on pack animals.
Of the many important expeditions organized to operate in the
Indian country, none, perhaps, of late years has excited more
general and unfriendly comment, considering the slight loss of life
inflicted upon the Indians, than the expedition organized and led in
person by Major-General Hancock in the spring of 1867. The clique
generally known as the “Indian ring” were particularly malevolent and
bitter in their denunciations of General Hancock for precipitating, as
they expressed it, an Indian war. This expedition was quite
formidable in appearance, being made up of eight troops of cavalry,
seven companies of infantry, and one battery of light artillery,
numbering altogether about 1,400 men. As General Hancock at the
time and since has been so often accused of causelessly bringing on
an Indian war, a word in explanation may not be amiss.
Being in command of the cavalry connected with the expedition,
I had ample and frequent opportunities for learning the true purposes
and objects of the march into the heart of the Indian country. I know
no better mode of explaining these than by quoting the following
extract from letters written by General Hancock to the agents of the
various tribes with which we expected to be brought in contact: “I
have the honor to state for your information that I am at present
preparing an expedition to the Plains, which will soon be ready to
move. My object in doing so at this time is, to convince the Indians
within the limits of this department that we are able to punish any of
them who may molest travellers across the Plains, or who may
commit other hostilities against the whites. We desire to avoid if
possible any troubles with the Indians, and to treat them with justice,
and according to the requirements of our treaties with them; and I
wish especially in my dealings with them to act through the agents of
the Indian Department as far as it is possible so to do.... If you as
their agent can arrange these matters satisfactorily with them, we will
be pleased to defer the whole subject to you. In case of your inability
to do so, I would be pleased to have you accompany me when I visit
the country of your tribes, to show that the officers of the
Government are acting in harmony. I will be pleased to talk with any
of the chiefs whom we may meet.”
Surely there was no hostile intent here expressed. In another
communication to the agents of different tribes, General Hancock, in
referring to certain murders which had been recently committed, and
which had been traced to the tribes in question, said: “These cases
will now be left entirely in the hands of the Indian Department, and I
do not expect to make war against any of the Indians of your agency
unless they commence war against us.”
It may be asked, What had the Indians done to make this
incursion necessary? They had been guilty of numerous thefts and
murders during the preceding summer and fall, for none of which
had they been called to account. They had attacked the stations of
the overland mail route, killed the employees, burned the station,
and captured the stock. Citizens had been murdered in their homes
on the frontier of Kansas; murders had been committed on the
Arkansas route. The principal perpetrators of these acts were the
Cheyennes and Sioux. The agent of the former, if not a party to the
murder on the Arkansas, knew who the guilty persons were, yet took
no steps to bring the murderers to punishment. Such a course would
have interfered with his trade and profits. It was not to punish for
these sins of the past that the expedition was set on foot, but rather
by its imposing appearance and its early presence in the Indian
country to check or intimidate the Indians from a repetition of their
late conduct. This was deemed particularly necessary from the fact
that the various tribes from which we had greatest cause to
anticipate trouble had during the winter, through their leading chiefs
and warriors, threatened that as soon as the grass was up in spring
a combined outbreak would take place along our entire frontier, and
especially against the main routes of travel. To assemble the tribes
for the desired council, word was sent early in March to the agents of
those tribes whom it was desirable to meet. The agents sent runners
to the villages inviting them to meet us at some point near the
Arkansas river.
General Hancock, with the artillery and six companies of infantry,
reached Fort Riley, Kansas, from Fort Leavenworth by rail the last
week in March; here he was joined by four companies of the
Seventh Cavalry and an additional company of the Thirty-seventh
Infantry. It was at this point that I joined the expedition. And as a very
fair sample of the laurels which military men may win in an Indian
campaign by a zealous discharge of what they deem their duty, I will
here state, in parenthesis, that after engaging in the expedition,
some of the events of which I am about to relate, and undergoing
fatigue, privations, and dangers equal to those of a campaign during
the Rebellion, I found myself at the termination of the campaign
again at Fort Riley in arrest. This is not mentioned in a fault-finding
spirit. I have no fault to find. It is said that blessings sometimes come
in disguise. Such proved to be true in this instance, although I must
say the disguise for some little time was most perfect.
From Fort Riley we marched to Fort Harker, a distance of ninety
miles, where our force was strengthened by the addition of two more
troops of cavalry. Halting only long enough to replenish our supplies,
we next directed our march toward Fort Larned, near the Arkansas,
about seventy miles to the southeast. A march from the 3d to the 7th
of April brought us to Fort Larned. The agent for the Comanches and
Kiowas accompanied us. At Fort Larned we found the agent of the
Cheyennes, Arapahoes, and Apaches; from the latter we learned
that he had, as requested, sent runners to the chiefs of his agency
inviting them to the council, and that they had agreed to assemble
near Fort Larned on the 10th of the month, requesting that the
expedition would remain there until that date. To this request General
Hancock acceded.
On the 9th of April, while encamped awaiting the council, which
was to be held the following day, a terrible snow-storm occurred,
lasting all day until late in the evening. It was our good fortune to be
in camp rather than on the march; had it been otherwise, we could
not well have escaped without loss of life from the severe cold and
blinding snow. The cavalry horses suffered seriously, and were only
preserved by doubling their ration of oats, while to prevent their
being frozen during the intensely cold night which followed, the
guards were instructed to keep passing along the picket lines with a
whip, and to keep the horses moving constantly. The snow was eight
inches in depth. The council, which was to take place the next day,
had to be postponed until, the return of good weather. Now began
the display of a kind of diplomacy for which the Indian is peculiar.
The Cheyennes and a band of the Sioux were encamped on
Pawnee Fork, about thirty miles above Fort Larned. They neither
desired to move nearer to us nor have us approach nearer to them.
On the morning of the 11th they sent us word that they had started to
visit us, but discovering a large herd of buffalo near their camp, they
had stopped to procure a supply of meat. This message was not
received with much confidence, nor was a buffalo hunt deemed of
sufficient importance to justify the Indians in breaking their
engagement. General Hancock decided, however, to delay another
day, when, if the Indians still failed to come in, he would move his
command to the vicinity of their village and hold the conference
there.
Orders were issued on the evening of the 12th for the march to
be resumed on the following day. Later in the evening two chiefs of
the “Dog Soldiers,” a band composed of the most warlike and
troublesome Indians on the Plains, chiefly made up of Cheyennes,
visited our camp. They were accompanied by a dozen warriors, and
expressed a desire to hold a conference with General Hancock, to
which he assented. A large council fire was built in front of the
General’s tent, and all the officers of his command assembled there.
A tent had been erected for the accommodation of the chiefs a short
distance from the General’s. Before they could feel equal to the
occasion, and in order to obtain time to collect their thoughts, they
desired that supper might be prepared for them, which was done.
When finally ready they advanced from their tent to the council fire in
single file, accompanied by their agent and an interpreter. Arrived at
the fire, another brief delay ensued. No matter how pressing or
momentous the occasion, an Indian invariably declines to engage in
a council until he has filled his pipe and gone through with the
important ceremony of a smoke. This attended to, the chiefs
announced that they were ready “to talk.” They were then introduced
to the principal officers of the group, and seemed much struck with
the flashy uniforms of the few artillery officers who were present in all
the glory of red horsehair plumes, aigulets, etc. The chiefs seemed
puzzled to determine whether these insignia designated chieftains or
medicine men. General Hancock began the conference by a speech,
in which he explained to the Indians his purpose in coming to see
them, and what he expected of them in the future. He particularly
informed them that he was not there to make war, but to promote
peace. Then expressing his regret that more of the chiefs had not
visited him, he announced his intention of proceeding on the morrow
with his command to the vicinity of their village and there holding a
council with all of the chiefs. Tall Bull, a fine, warlike-looking
chieftain, replied to General Hancock, but his speech contained
nothing important, being made up of allusions to the growing scarcity
of the buffalo, his love for the white man, and the usual hint that a
donation in the way of refreshments would be highly acceptable; he
added that he would have nothing new to say at the village.
Several years prior to the events referred to, our people had
captured from the Indians two children. I believe they were survivors
of the Chivington massacre at Sand Creek, Colorado. These children
had been kindly cared for, and were being taught to lead a civilized
mode of life. Their relatives, however, made demands for them, and
we by treaty stipulation agreed to deliver them up. One of them, a
little girl, had been cared for kindly in a family living near Denver,
Colorado; the other, a boy, had been carried East to the States, and
it was with great difficulty that the Government was able to learn his
whereabouts and obtain possession of him. He was finally
discovered, however, and sent to General Hancock, to be by him
delivered up to his tribe. He accompanied the expedition, and was
quite a curiosity for the time being. He was dressed comfortably, in

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4. Organizational behavior is an interdisciplinary body of knowledge with strong ties to

5. Organizational behavior seldom uses scientific methods to develop generalizations about

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17. An organization is defined as a collection of people working together in a division of labor to

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26. According to the Organizational Culture Inventory, in passive/defensive cultures,

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32. A key element in any organization that embraces multiculturalism is inclusivity.

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Response: See page 16

54. Emotional intelligence includes the human skills of self-awareness, self-regulation,

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61. __________ is a multidisciplinary field devoted to understanding individual and group

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66. Organizational behavior goals include all of the following EXCEPT:

67. Scientific methods models link _________________ with _________________ .

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73. Progressive workplaces today look and act __________.

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a) a pervasive influence of information technology.

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79. All of the following are examples of organizations EXCEPT:

81. Which of the following statements about mission statements is false?

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84. Which of the following statements about strategy is true?

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e) a good strategy can guarantee success.

87. Which of the following is considered a stakeholder?

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93. In passive/defensive and aggressive/defensive cultures, _______________________.

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94. As used in OB, the term multiculturalism refers to __________________.

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108. Which of the following descriptions of Mintzberg’s managerial roles is correct?

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67. Scientific methods models link _ with _ .